Towards developing a holistic strategic management in the Hong Kong Police Force

The Hong Kong Police Force (the Force) has gone through significant changes over the past decades since the civil service reform and the adoption of the strategic management practice in 2006. The first set of Strategic Directions and Strategic Action Plan (SD and SAP) was introduced in 2008. Since then, the strategic planning process has adopted a three-year cycle. In 2019, Hong Kong was struck by a sustained outbreak of riots arising from the extradition bill. In addition, the pandemic in 2020 and the digital era present new challenges to the Force, in terms of rebuilding the trust with the public and delivering quality policing service to all. Despite the continuous theoretical debate about the usefulness and value of strategic management in the public sector, little is known about their practical application. This research aims to investigate the perception of frontline police officers from Police Constables to Superintendents on the Force strategic management practice which is laid down in the Force Procedures Manual. The objectives are to first explore police officers’ perception and satisfaction with the process of strategy formulation, implementation and review. Second, to explore the critical factors that impact on the strategic management practice and finally, to test the applicability of the 3H framework (Heart, Head and Hand dimensions) with a view to building a holistic strategic management model in the Force. The research is guided by six research questions and a combined methodology is adopted using questionnaires and semi-structured interviews to answer the research questions. The findings indicate that frontline police officers perceive the Force strategic management important for the organisation’s operation, success and long-term development as it provides a direction for the Force to achieve its goals and objectives. The overall satisfaction rating in the survey ranges from 67 to 78 percent. The findings also reveal that there is insufficient involvement of external stakeholders and lower-ranking staff during the strategic planning process. More avenues should be established for them to participate. Furthermore, communication and publicity on SD and SAP should be cascaded down to the junior police officers’ level, as their buy-in is beneficial to the execution of strategic plans. Evaluation and performance measurements should be linked to a reward mechanism to increase staff incentive to align with the iii organisation’s goals. Finally, the synergistic alignment of all three H dimensions including leadership, motivation, capability of planning and implementation, structure and governance, staff competence, training, and development are essential to develop a holistic Force strategic management. The research fills the gap in strategic management literature and offers practical reference to the Force and other government departments. Overall, the study provides important insights developed from systematic and in-depth empirical research on the entire strategic management process of the Force. A promising holistic strategic management model is developed to serve as a valuable reference for effective management in a modern police organisation.

Name dc:type.qualificationname

dba

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

University of Wales Trinity Saint David

Year dc:date.issued

2022

Author dc:creator

• Cheung, Hoi-yan

• DS Asia
• HN Hanes cymdeithasol ac amodau. Problemau cymdeithasol. Diwygiad cymdeithasol
• K Cyfraith (Cyffredinol)

Dc Identifier Grantnumber

UWTSD

OAI identifier oai:identifier

oai:repository.uwtsd.ac.uk:2201